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Unformatted text preview: only the work to be undertaken but also the expectations of those who commission the project. It should be clear from the statement of work that the expected outcome is not only feasible but also likely if the project is executed effectively. For instance, a statement of work saying that the work of the project is to find a cure for cancer is not a legitimate statement of work. Statements of work can take a variety of forms. Organizations that undertake projects frequently have their own procedures for producing a statement of work. We will not concern ourselves here with the format of such a statement. What is being emphasized is that such a statement should exist. Beyond a statement of work, there are other things that should often logically exist at the start of a project. If the project is for the purpose of constructing or developing something (e.g., a facility or a product), then a design upon which to base a plan for constructing or developing upon should exist. If the project is to produce a design, then there should exist a requirements specification, or conceptual diagrams or architectural sketches that sufficiently characterize what is to be done. Otherwise, the project manager or project team cannot develop a project plan that is firmly grounded in reality. In Chapter 2, we explain how to develop a project plan. We explicitly assume that a statement of work for the project exists, together with all other necessary documents, such as specifications, designs, or drawings, upon which to base a project plan. The emphasis of this book is on the theory, methods, and tools of project management. Many books have been written on how to write requirement specifications and on various design Page 15 Chapter 2— Project Planning
The author has described project management in a number of papers, talks, and classes during the past twenty years. Two of these papers summarized the methods of project management. The first, titled Project Management Systems , appeared in the Journal of Information and Management . The next, titled Managing Software Development Projects for Maximum Productivity, appeared in Transactions on Software Engineering. The later paper was republished in 1988 in the book Software Engineering Project Management , edited by Richard Thayer. The first paper deals with project management methods in general, while the second, which is somewhat more detailed, deals with project management for software development projects. Those papers introduced a decomposition of project management into two separate but related parts: project planning and project execution . Each of these parts consists of five activities. Project planning consists of: 1. Subdivision of work 2. Quantification 3. Sequencing of work 4. Budgeting 5. Scheduling Project execution consists of: 1. Cost accounting 2. Progress measurement Page 16 3. Variance tracking and change control 4. Performance evaluation 5. Productivity measurement In this chapter we devote considerable space to explaining the activities of pro...
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This note was uploaded on 01/11/2011 for the course ACC 9 taught by Professor Yeetan during the Spring '10 term at Sunway University College.
- Spring '10